The imminent start of a second Trump presidency undoubtedly influenced experts’ responses. “I would predict that the next Trump administration will have a significant effect on EDI in the UK,” argues Ben Jackson, Head of Inclusion & Diversity at Wickes. “Even if this does not play out in strategic or priority change, the impact this might have on individuals will be far reaching.The level of offered support channels will need to be ramped up, along with very clear reporting lines for inappropriate comments, behaviours and actions.”

There will be “increasing pressure on businesses to abandon their focus on creating more inclusive workplaces,” adds Jon Terry, WiHTL Advisory Board member. However, “those leaders who stand tall against the tide will differentiate themselves and their organisations and create greater positivity and loyalty from their stakeholders.”

A number of organisations are clearly doing just that, with Costco and Apple two examples of major corporations who have rejected shareholder proposals to do away with EDI programmes. “In addition, a close scrutiny of McDonald’s recent announcements suggest that, far from ‘getting rid of EDI’, they have actually made significant progress and look quite committed to continuing this work,” explains Paolo Gaudiano, Chief Scientist at Aleria. “These recent events suggest that a lot of the anti-EDI rhetoric is having its greatest effect on companies that were not really doing EDI ‘right’ in the first place, at least not in a concerted way, driven from the executive level.”

It seems clear that despite the changing political picture in the USA, EDI will not be going anywhere in 2025. “We will see continued EDI investment but in more of a social impact guise” suggests Margot Slattery, Global Head of Diversity and Inclusion at ISS A/S. 

“EDI will be far from dead - it will remain a priority for employers,” says Sundiatu Dixon-Fyle, inclusion in Consultant. It will, however, evolve. An aspect of this change could be a shift away from rigid targets (something McDonald’s are doing as part of their EDI rethink), as Dev Modi, inclusion in Consultant explains: “I see a shift away from rigid DEI targets, towards fostering inclusive cultures that prioritise high-performing teams and morale. Organisations will focus on embedding diversity into their core values, driving sustainable change through engagement and leadership buy-in.” 

Ebony Quow, People Partner at Post Office Ltd, concurs: “I predict organisations having no choice but to put EDI strategy at the heart of corporate strategy to help ensure brand loyalty as customer spending habits continue to shift.” 

Another facet of EDI evolution predicted by our experts was a greater focus on human-centred approach to EDI, and a shift away from traditional EDI frameworks. “Recent backlash has led many to question the intentions behind EDI initiatives,” says Mel Aston, Diversity & Inclusion Manager at Compass Group. “In 2025, I predict a stronger emphasis on fostering a culture of “Belonging,”’ and a shift to ‘a more human-centered approach.”

Heather Edwards, Equity, Diversity & Inclusion Project Lead at WiHTL & DiR, agrees. “Our Leading Edge employers are utilising the power of data and storytelling to build strategies and connect with colleagues on these topics. I expect to see many organisations follow in their footsteps to achieve their EDI ambitions in 2025.”

“Business leaders will continue to play a crucial role in driving EDI efforts” in 2025, says Michelle Richards, Head of HR – Aramark UK. However, their leadership may need to evolve. Our experts agreed that for all the predicted changes to materialise, inclusive leadership is required. There needs to be a “greater focus on inclusive leadership, shifting accountability for inclusion and equity beyond EDI roles or People Teams,” says Rachel Shinn, D&I Wellbeing Manager at The Gym Group.

“Inclusive leadership and cultural competence will become key drivers for shaping leaders who are not only ‘future ready’ but also equipped to create high-performing teams,” argues Georgina Warren, Global Diversity, Equity and Inclusion Director at IHG Hotels & Resorts. She echoes the thoughts of Prerana Issar, Chief People Officer at Sainsbury’s, who says: “organisations are developing a greater focus on inclusive leadership and making sure that the company’s systems, processes and leadership behaviours enable equitable career development.”

Organisations are now awash with data and metrics, and are well-versed in using this as the basis of strategy or policy change. And several of our experts predict the use of data will become even more integral in approaches to EDI in 2025.

Leni Savva, UK CFO at Elior says, “I am confident that we will see a continued focus on increasing inclusion and equity within organisations, with a shift from merely discussing statistics to actively changing the culture. Additionally, there will be a greater emphasis on investing time to capture data, highlighting trends, and identifying gaps where action is needed.”

Such an evolution is crucial to improving ways of working and building inclusivity.  Suzie Welch, Managing Director UKI & Group Chief People Officer - ODEON Cinemas Group, agrees adding, “there will be even more energy placed on the use of data to understand and support alongside collective engagement and allyship in the workplace.”

While the rapid development of AI is a topic that has prompted furious debate, our experts agreed that in 2025 its benefits for the EDI space will be made clear. “By using predictive analytics, companies can uncover patterns in hiring, promotions, and employee retention, allowing them to take targeted action to ensure fairness” says Juliett Cattermole, Group People Director at David Lloyd Clubs.

How might this look in practice? “From system-wide implementation of a co-pilot to enhance the capability of dyslexic workers, to mining HRIS systems to find commonality that build communities, the possibilities are seemingly endless,” answers Prehana Issar.

Moreover, “organisations will be looking to AI and technology for the longer term, driving change management plans” says Philippa Jackson, Executive Director, Human Resources at Watches of Switzerland.

What seems clear is that there is widespread expectation that the influence of AI in shaping EDI efforts will continue to grow at pace in 2025 and beyond.